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Leadership Climate, Human Relations Training, and Supervisory Behavior

Leadership Climate, Human Relations Training, and Supervisory Behavior SUMMARY years have seen the establishment of an increasing number of leadership training courses for foremen in industry. However, only a few systematic evaluations of such courses have been attempted. Moreover, what evaluations have been made usually involve pre-post tests of the trained group in the training situation. The present study attempted to evaluate a leadership training course for foremen after the foremen returned to the industrial situation. Moreover, measures of leadership behavior as well as leadership attitudes of these foremen were obtained. In addition, the effects of such training were evaluated with respect to the kinds of “leadership climates” (leadership of the foreman’s own boss) to which the foremen returned back in the work situation. The findings indicate that such courses may produce unanticipated results when the foremen return to the industrial environment. The findings also indicate that the “back-in-theplant” leadership climate is an important variable related to the leadership behavior and attitudes of the foremen and to the effectiveness of the leadership training. The results lead to a view of leadership training as an attempt at social change. The RECENT * This paper represents a summary of research carried out with the cooperation of the International http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Psychology Wiley

Leadership Climate, Human Relations Training, and Supervisory Behavior

Fleishman, Edwin A.
Personnel Psychology , Volume 6 (2) – Jun 1, 1953
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References (3)

Publisher
Wiley
Copyright
Copyright © 1953 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0031-5826
eISSN
1744-6570
DOI
10.1111/j.1744-6570.1953.tb01040.x
Publisher site
See Article on Publisher Site

Abstract

SUMMARY years have seen the establishment of an increasing number of leadership training courses for foremen in industry. However, only a few systematic evaluations of such courses have been attempted. Moreover, what evaluations have been made usually involve pre-post tests of the trained group in the training situation. The present study attempted to evaluate a leadership training course for foremen after the foremen returned to the industrial situation. Moreover, measures of leadership behavior as well as leadership attitudes of these foremen were obtained. In addition, the effects of such training were evaluated with respect to the kinds of “leadership climates” (leadership of the foreman’s own boss) to which the foremen returned back in the work situation. The findings indicate that such courses may produce unanticipated results when the foremen return to the industrial environment. The findings also indicate that the “back-in-theplant” leadership climate is an important variable related to the leadership behavior and attitudes of the foremen and to the effectiveness of the leadership training. The results lead to a view of leadership training as an attempt at social change. The RECENT * This paper represents a summary of research carried out with the cooperation of the International

Journal

Personnel Psychology – Wiley

Published: Jun 1, 1953

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